The Realities of Management: A View from the Trenches

The Realities of Management: A View from the Trenches

The Realities of Management: A View from the Trenches

The Realities of Management: A View from the Trenches

Synopsis

There are no standard answers to management problems because management situations are never alike. Problems have multiple solutions, says Callaway, and the outcome in one situation can be different from the outcome in another. Basing his book upon actual management problem scenarios--problems with no best solution, just ranges of possibilities--Callaway demonstrates that every decision carries risk. And to make matters worse, managers rarely have all the decision making information they need. His book brings welcome reassurance to executives and managers everywhere, particularly to those who must walk through the treacherous shifting sands of the new reengineered workplace.

Excerpt

This is a book about managing and leading based on actual events as seen through the eyes of those responsible for the decisions. There is very little theory here and even less "how to do it" because those of us who are in the trenches know nothing ever works like it is supposed to work. Projects come to ignominious ends for the most trivial reasons, which frequently fall into the "who would have thought" category. the reality of management is that most of what you need to manage effectively is not taught in school. Formal training programs rightfully focus on the fundamentals of what you need to know rather than on how to apply it in a day-to-day environment. Consequently, most managers acquire their management education in the school of "hard knocks."

This book is a series of anecdotes describing mostly real situations, discussing possible decision alternatives, and, more importantly, reviewing the outcomes, both real and possible, of those decisions. All of these scenarios are taken from personal experience or interviews with actual managers who were asked to describe some interesting or common management problems they have encountered. Some of these managers were senior level executives, others were first-level team leaders. These scenarios are either taken directly from those interviews or were fused together to create a composite.

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